By Volha Hurskaya
Securing Leadership in Automotive Recycling
According to SCGC research, the primary trend for 2025 is the development of the circular economy, encompassing waste minimization and the activity of used goods markets. This development has impacted all business sectors, notably the automotive industry, including new vehicle manufacturing and a sophisticated parts recycling, restoration, and reuse ecosystem. The straightforward utilitarian component replacement era has been superseded by novel business models integrating extensive market insight with innovative management strategies, particularly in specialized segments such as premium automobiles. Sergei Drozhzhin, Operations Manager at Straight Six Auto Parts (SSAP), exemplifies this approach.
Straight Six Auto Parts specializes in dismantling premium automobiles and selling their components. The company serves a global clientele, including authorized BMW and Mercedes dealerships, prominent automotive bloggers, and esteemed tuning studios. However, Sergei's principal accomplishment lies in business expansion and establishing a distinctive management system with elevated efficiency benchmarks within the industry. We examined how his athletic discipline influenced the structuring of business processes, the methodology behind assembling an 18-member team in a highly competitive sector, the impact of management decisions on increasing vehicle dismantling throughput, the strategic advantages of brand specialization in achieving international acclaim, and the role of a systematic analytical approach in enabling operational scaling amidst challenging economic conditions.
Sports, Cars, and Ambitions
"One of my recommendations that contributes to continuous growth and success in business: apply athletic thinking," notes Drozhzhin. And he knows what he's talking about. He began his career as a professional football player. Sports taught him discipline, teamwork, and strategic thinking—qualities that later became the foundation of his entrepreneurial success.
"To me, sport is all about energy. Without energy, you can't act, and without action, you won't get results," Sergei explains. "Having an athletic background means that at crucial moments, you won't give up and say, 'I can't go on.' I know what a second wind feels like, and I always keep pushing forward."
However, in addition to sports, another lifelong passion has consistently been automobiles. Sergei's interest became evident during his teenage years, as his father was involved in the automotive industry, allowing him to immerse himself in this field from age 14. Nevertheless, instead of pursuing a conventional trajectory (e.g., auto repair shops or car dealerships), he opted for the specialized areas of automotive recycling, vehicle dismantling, and parts sales.
When a precise career choice is combined with professional education, success becomes a matter of time. Drozhzhin's management, IT, and programming expertise stems from formal education and is constantly enhanced by certifications in modern methodologies, including Agile and REST API.
California Launch and Strategic Decisions
In October 2019, Drozhzhin undertook a critical leadership role as Operations Manager at Straight Six Group, overseeing key operational initiatives at the company’s location in Oceanside, California. He explained the rationale behind this move: "We analyzed data regarding product purchasing patterns. The average transaction value for goods sold in California was higher, indicating a greater willingness among consumers to pay more for the same product."
Another contributing factor was vehicle quality: "All vehicles acquired for dismantling from California were in excellent condition. Our analysis indicated that drivers in California maintain their vehicles more diligently."
However, the initial phase presented significant challenges. Sergei recalled, "The most difficult aspect was securing a facility suitable for auto dismantling with appropriate zoning. In the U.S., this type of business is restricted to industrial zones."
By May 2020, the company had established operations in Oceanside, commencing with a 4,800-square-foot warehouse and expanding to two additional proximate facilities.
Team Building and Management
Drozhzhin initiated operations with a team of four individuals. The company contracted an auto repair facility for six months to dismantle vehicles.
He observes, "The subsequent phase presented challenges in recruiting personnel who required training. Formulating instructions and implementing regulations to establish a functional system became necessary."
Currently, operations manager Sergei oversees a team of 18 employees. The organizational framework comprises the Administrative, Production, and Sales Departments.
Regarding team management approaches, he notes: “The company has developed differentiated motivation strategies based on departmental functions and employee feedback. Our operational experience shows that different roles respond to different incentive structures. The company has structured compensation packages that align with industry standards and individual performance metrics.”
Drozhzhin's leadership style is unique: "I see management like sales. You have to sell someone on an idea—if they do what you ask, everyone benefits in the end. It all comes down to showing what's in it for them if they do things my way."
Systematic Approach and Management Achievements
Drozhzhin's approach is distinguished by its systematic nature and reliance on empirical data. He states, "Our company utilizes numerous tables to streamline business management, encompassing business processes, planning, and meticulous tracking of parts sold from each dismantled vehicle, complete with time indicators for efficiency calculations. In essence, we quantify every aspect, and all decisions are predicated solely on numerical data, not subjective sentiments or predilections."
The outcomes corroborate this methodology: under Drozhzhin's direction, the company has deconstructed over 1,500 vehicles for parts, reintroducing more than 100,000 components to the market. Implementing precise directives and comprehensive employee training has concurrently enhanced vehicle dismantling throughput.
The company's strategic emphasis on the BMW brand proved to be a pivotal operational decision. Sergei elucidates this approach's rationale: "The company opted to specialize in a singular automotive segment to cultivate profound operational expertise. BMW was chosen as the primary focus based on market analysis indicating sustained demand for these components and the inherent technical complexity that benefits from specialized knowledge. This specialization enabled our operations team to devise optimized processes and forge robust relationships within this market segment."
Marketing Strategy and Client Base
Drozhzhin recognized the significance of digital presence early on, stating, "From the outset, we established an Instagram presence and maintained open communication with our audience. We achieved a degree of recognition upon reaching approximately 5,000 followers, subsequently initiating collaborations with prominent bloggers."
The company's clientele currently encompasses globally recognized YouTube bloggers and automotive enthusiasts, including Throttle, TJ Hunt, Revolt Systems (developers of the fastest electric vehicle), Cherdak, and Sklif Motors. Additionally, official BMW, Mercedes, and Audi dealerships procure parts to repair and restore customer vehicles.
"Our customer focus and client flexibility have enabled us to cultivate numerous long-term relationships, which we assiduously nurture daily," Sergei asserts.
Their impeccable reputation is substantiated by 99.9% positive reviews across eBay and other platforms. Crisis Management "As is inherent in any enterprise, periods of crisis emerge. Experience demonstrates these are opportune moments for which one can later express gratitude, as they necessitate divergent thinking and the elimination of accumulated inefficiencies," Drozhzhin philosophically observes.
His methodology for crisis resolution remains steadfast: "Our customary approach involved a comprehensive review of financial metrics, conducting A/B testing, and adopting the most efficacious option."
Development Plans and Management Goals
Mr. Drozhzhin has set ambitious management objectives for the next two to three years: "To examine in greater depth the process descriptions and potentially subdivide existing company processes into smaller stages. This approach aims to facilitate work for each employee and enhance the speed of task completion." Regarding team expansion, he states: "Currently, the entire automotive industry is facing challenges. We are exploring various avenues to prepare for investment in these newly identified directions. As for expanding the team, there is currently no such task; however, we remain receptive to new collaborations that mutually benefit both parties."
Leadership Lessons
Drozhzhin identifies three fundamental lessons derived from his tenure as an Operations Manager:
- Understanding Diverse Objectives as the Foundation for Collaboration: "Every individual possesses distinct objectives. The essence of successful cooperation lies in reciprocal fulfillment, wherein each party achieves its desired outcomes by leveraging the resources or capabilities of the other. This principle applies to both inter-business relationships and employee engagement. It necessitates an endeavor to provide individuals with what they desire, rather than what one presumes they require."
- The Significance of Individualized Engagement: Drozhzhin underscores the critical importance of a tailored approach to management: "Employees exhibit varied preferences. One may seek greater financial incentives and dynamic work environments when work is demanding, while another may prioritize tranquility and stability. Consequently, each individual necessitates a customized approach."
- Client-Centricity in Business Development: His counsel to nascent managers in automotive recycling is straightforward: "As with any business endeavor, commence by considering the outcome and posing the fundamental questions: 'Who is your client?' and 'What are their needs?' Our clients compensate us for the solutions we provide to their challenges."
Drozhzhin developed not merely a business but a scalable management system that has demonstrated its efficacy within a highly competitive landscape. His methodology integrates athletic discipline, systematic thought, and a profound comprehension of human motivation.
He encapsulates his contribution as Operations Manager by stating, "All the indicators that grew in the company—I had a direct influence on them."
Currently, Drozhzhin's methodologies are analyzed and emulated by competitors, and his team of 18 professionals continues to establish new benchmarks within the automotive recycling sector. The former football player's celerity, discipline, and strategic acumen now yield distinct "goals"—management accomplishments transforming an entire industry.
